Project Portfolio Management: A View from the Management Trenches

Written by ten successful project portfolio managers from companies
including AAA, Boeing, Franklin Templeton, Johnson & Johnson,
Safeway, and the UK Government, this easy-to-follow guide takes you
through the project portfolio management process. It's based on
what actually works, giving you a clear road map and the tools
needed to determine the optimal mix and sequencing of projects in
order to meet your organization's goals. The book begins by
explaining basic PPM principles and why PPM is more critical than
ever for business success. This introduction is followed by a
story, tracking the experiences of a manager new to PPM as he
discovers the issues that all of us face in trying to get traction
with our PPM initiatives. In answering the questions our story
raises, the book then details each step of the PPM process, using
cases and examples drawn from the authors' first hand experience to
help you address such key questions as:

Which projects should our organization invest in?

How can we optimize our organization's capacity?

How well are we executing the PPM process?

Can our organization absorb all the changes that our PPM plan
requires?

Are we achieving all the expected benefits?

The authors are all members of the Enterprise Portfolio
Management Council, a group of senior portfolio management
executives dedicated to helping organizations develop their own
portfolio management capabilities. Now you can benefit from their
collective wisdom and experience, and duplicate their successful
results within your own organization.

James Pennypacker has directed benchmarking projects on
management topics, including strategy and projects, portfolio
management, PMOs, and process maturity. He is the author/editor of
several books, including Seven Steps to Strategy Execution, Project
Portfolio Management Maturity Model, and Managing Multiple
Projects.

San Retna has spent over twenty years deploying and
operating project, program, and portfolio management capabilities.
He is the Vice President of IT Effectiveness at Safeway, Inc. As a
thought leader, he has been profiled in numerous publications
including CFO magazine, CIO magazine, Computerworld, and PM
Network. Case studies of successes have also been published by
Gartner, Corporate Executive Board, and the Project Management
Institute.

“Portfolio management is critically important, but often
quickly dismissed as unnecessary ‘strategy overhead’.
Applied in the right ways, with the right level of discipline, it
can be an extremely insightful lens through which to see untapped
sources of business value. Credit to the authors for shedding much
needed light on both the art and science of project portfolio
management, both strategic and operational.”
—Matt Wagner, Director, Strategy & Planning,
Hewlett-Packard

“This is one of the most straightforward and easy to read
books on Portfolio Management. It contains simple and relevant
examples of how to organize and execute a PM process that will
satisfy senior leadership's needs while streamlining the
information and processes that are supported by the
‘trenches’.”
— Christine Cioffe, Vice President, Enterprise-wide
Portfolio Management Merck & Co., Inc

“Project Management has been hailed as the foundation of
modern business, but managing the organization’s entire
portfolio of projects carries this discipline to the next level.
Based on a wealth of hard-won experience, this book offers
no-nonsense guides that can turn your organization into an
enterprise-wide system for managing R&D programs, product
launches, IT systems, new facilities, mergers, PR programs, change
efforts, and any of the myriad other activities that challenge
leaders in all walks of life. Essential reading.”
—William E. Halal, PhD Professor Emeritus of Science,
Technology, & Innovation George Washington University,
President, TechCast LLC

"'Project Portfolio Management’ provides valuable guidance
on how organizations can optimize the return from their investments
in change - not least in balancing process with the equally
important dimensions of governance and changed behaviors."
—John Suffolk, HM Goverrnment CIO

“In order to ‘run IT as a business’, it is
imperative to have portfolio management in the center of your
strategy. This book acknowledges its importance and provides
practical guidance for success!”
—Zackarie Lemelle, Vice President, IT Corporate
Systems, Johnson & Johnson

“Doing the right things” is just as important as
“Doing things right”. This book gives a practical guide
on how to select the right projects (and those that we should
abandon), ways to dynamically match the business demands to the
capabilities of your organization, and finally ensure business
results and benefits are harvested. Many of the Lessons
Learned ideas are valuable gems gained from years of experience by
practitioners of Portfolio Management.”
—David Ching, CIO, Safeway Inc.

“Thought-provoking contribution to a key strategic topic,
anchored in the political realities of organizational
behavior.”
—Andrew Bragg, Chief Executive, Association for
Project Management

Digital version available through Wiley Online Library

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